OUTLOOK & ANALYSIS

Tech, Talent, Advisory Will Fuel Growth

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Every year, the 2025 Rosenberg MAP Survey asks the industry’s top consultants to share their observations from CPA firms across the country: How do you think the next 12 months will unfold? Trends? Predictions? Other thoughts? Also, how would you assess the last 12 months? Trends? Observations? Struggles?

Accounting firms are finding themselves in one of two camps.

By Scott Moore
 The Rosenberg Survey

Growth-oriented firms will continue to explore their options to sustain their longevity and competitiveness. Whether they remain independently owned or become investor-backed, key areas of focus will be to seek ways to harness technology, optimize their talent strategies and elevate client value with advisory models.

MORE: The 2025 Rosenberg MAP Survey is available from CPA Trendlines here.

A renewed focus on growth has gained momentum, fueled by investor interest, technological advancements and the adoption of advisory models.
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Commitment to Transformation Is Key

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Every year, the 2025 Rosenberg MAP Survey asks the industry’s top consultants to share their observations from CPA firms across the country: How do you think the next 12 months will unfold? Trends? Predictions? Other thoughts? Also, how would you assess the last 12 months? Trends? Observations? Struggles?

Trade static succession plans for leadership development ecosystems.

By Angie Grissom
The Rosenberg Survey

As we look ahead, I believe the next 12 months will continue to test our industry’s willingness to evolve. The firms that thrive will be those that move with clarity, courage and commitment to transformation and those that are ready to take the first step even if they are unsure of how to transform. The key is to move.

MORE: The 2025 Rosenberg MAP Survey is available from CPA Trendlines here.

Key predictions include:

  • Reinvention will no longer be optional. Firms must rethink how they work, whom they serve and how they deliver value. This includes segmenting clients, eliminating low-value engagements and designing service models that align with client ROI – not just hours worked. This is rewarding for everyone involved.
  • Talent strategies must evolve. With changing workforce expectations, firms will need to adopt agile leadership models and invest more deeply in career pathing, mentoring and inclusive leadership development. Retention and engagement will hinge on leadership’s ability to connect with people, especially emerging leaders – on a personal and purposeful level. Purpose is key here.

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Four Strategic Fronts for Accounting Firms

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Every year, the 2025 Rosenberg MAP Survey asks the industry’s top consultants to share their observations from CPA firms across the country: How do you think the next 12 months will unfold? Trends? Predictions? Other thoughts? Also, how would you assess the last 12 months? Trends? Observations? Struggles?

For some, independence is a strategic choice.

By Gary Thomson
 The Rosenberg Survey

The next 12 months will see independent-minded firms pressing harder on four strategic fronts – clarifying their five-year vision, defining the priorities to get there, calculating the cost, and determining where the capital will come from. These questions will keep the mergers and acquisitions market hot, as some firms pursue scale or stability through deals while strong, well-capitalized players step into market gaps left by consolidation.

MORE: The 2025 Rosenberg MAP Survey is available from CPA Trendlines here.
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Artificial intelligence and automation will move from experiments to deliberate deployment, with clear expectations for efficiency, insight and safeguards. Outsourcing will remain a growth lever, but firms will also invest more heavily in their people – expanding career opportunities, developing leaders and using culture as a talent magnet.
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Starting Salaries in Accounting Must Rise

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Every year, the 2025 Rosenberg MAP Survey asks the industry’s top consultants to share their observations from CPA firms across the country: How do you think the next 12 months will unfold? Trends? Predictions? Other thoughts? Also, how would you assess the last 12 months? Trends? Observations? Struggles?

Plans for succession and capital are critical.

By Kristen Rampe
 The Rosenberg Survey

Over the next year, more firms will feel comfortable with their position in the marketplace. Either because they have completed or are in the process of a transaction, or because they determined their best option was to continue as they have been (with ongoing improvements, of course). This is unlikely to reduce the hourly calls from private equity investors just yet but will make the decision on what to do with all those calls easier.

MORE: The 2025 Rosenberg MAP Survey is available from CPA Trendlines here.

I am hopeful that, as an industry, we will continue to increase staff starting salaries. Looking at today’s economics of adult life, which many young accounting professionals are interested in, such as buying a home or starting a family, the current pay rates are insufficient. We can make the changes necessary here to continue to support communities, employees and the profession of accounting.
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Accounting Firms Must Stop Charging for Time

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Every year, the 2025 Rosenberg MAP Survey asks the industry’s top consultants to share their observations from CPA firms across the country: How do you think the next 12 months will unfold? Trends? Predictions? Other thoughts? Also, how would you assess the last 12 months? Trends? Observations? Struggles?

We need more revenue per person, and private equity alone won’t solve that.

By Michelle Golden River
 The Rosenberg Survey

Fee increases and higher minimums will continue, but incremental 5-10 percent hikes simply won’t close the massive revenue-per-person gap (our big proportion problem) or allow firms to pay salaries competitive with other emerging professions. The firms that make real progress will untether pricing from time, secure current revenue levels before implementing efficiency gains, and position prices around the buyer’s perceived worth rather than costs.

MORE: The 2025 Rosenberg MAP Survey is available from CPA Trendlines here.
GoProCPA.comExclusively for PRO Members. Log in here or upgrade to PRO today.

 

Charging for time creates an artificial cap on revenue because time is finite. Beyond a certain point, an hourly rate can also be perceived as unreasonable. The sooner firms learn to price using other revenue models, the better.
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